Recruiting Talent Quotes

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I'd rather strive for the kind of interview where instead of me asking to introduce myself to society, society asks me to introduce myself to society.
Criss Jami (Killosophy)
They always need fresh, enthusiastic programmers. More important: they need programmers chosen by a star programmer. Magic Mama told her all about how recruiting happens in well-known companies. Unlike small companies, they depend more on shining logos. Logos like The Resolution Race Champion, The Gold Winner of Code the Crude, or Year’s Best Thesis Contributor are gems in their crowns. Everyone loves collecting gems. Talents are the gems big companies prefer plucking in reduced expenses. The best gems are the hard-working Low Grades and the non-citizens from the Junk Land. Who wouldn’t love a talent born in the gutters?—Just lure them with citizenship.
Misba (The High Auction (Wisdom Revolution, #1))
Young people are swaddled in delusion. You think you are more awesome than you are, the world more interested in you than it is, your countenance more dazzling, your ideas more captivating, and that LeBron James was just a natural talent recruited from a neighborhood pickup game. You don’t want to practice, you don’t see the value in sacrifice, and you are convinced there is some vast comedy conspiracy to keep you from buying your first Bentley and dating a model by the time you are twenty-five. Wow. You are a douche.
Aisha Tyler (Self-Inflicted Wounds: Heartwarming Tales of Epic Humiliation)
Focus,” Mary muttered, chastising herself and her wandering mind. From her stereo came the soothing sounds of monks, vocalizing an ancient hymn meant to bring one closer to enlightenment. Credit where it was due, they were pretty good. Mary couldn’t remember ever hearing a bad singing monk, though. Was it just a byproduct of monkhood that one gained a great singing voice? Or maybe they had auditions before one got in. “Great, great, you want enlightenment, but I’ll need to hear you belt out some show tunes before we let you in.” Were there scouts out there scouring the vocal talents of a new generation and recruiting them to top-notch monasteries?
Drew Hayes (Super Powereds: Year 3)
DEDICATED TALENT IS REQUIRED, TO BUILD A STRONG FOUNDATION.
Dax Bamania
We can never fall short when it comes to recruiting, hiring, maintaining and growing our workforce. It is the employees who make our organization’s success a reality.
Vern Dosch (Wired Differently)
I run Venture for America, a nonprofit organization that recruits dozens of our country’s top graduates each year and places them in startups and growth companies in Detroit, New Orleans, Las Vegas, Providence, Cincinnati, Baltimore, Cleveland, Philadelphia, and other cities around the country. Our goal is to help create 100,000 new US jobs by 2025. We supply talent to early-stage companies so that they can expand and hire more people. And we train a critical mass of our best and brightest graduates to build enterprises and create new opportunities for themselves and others.
Andrew Yang (Smart People Should Build Things: How to Restore Our Culture of Achievement, Build a Path for Entrepreneurs, and Create New Jobs in America)
His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent: For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.
Walter Isaacson
The insistence is on merit, insinuating that any current majority white leadership in any industry has got there through hard work and no outside help, as if whiteness isn’t its own leg-up, as if it doesn’t imply a familiarity that warms an interviewer to a candidate. When each of the sectors I mentioned earlier have such dire racial representation, you’d have to be fooling yourself if you really think that the homogeneous glut of middle-aged white men currently clogging the upper echelons of most professions got there purely through talent alone. We don’t live in a meritocracy, and to pretend that simple hard work will elevate all to success is an exercise in wilful ignorance. Opposing positive discrimination based on apprehensions about getting the best person for the job means inadvertently revealing what you think talent looks like, and the kind of person in which you think talent resides. Because if the current system worked correctly, and if hiring practices were successfully recruiting and promoting the right people for the right jobs in all circumstances, I seriously doubt that so many leadership positions would be occupied by white middle-aged men.
Reni Eddo-Lodge (Why I'm No Longer Talking to White People About Race)
GE’s lab is like a mini United Nations. Every engineering team looks like one of those multiethnic Benetton ads. But this was not affirmative action at work; it was a brutal meritocracy. When you are competing in the global technology Olympics every day, you have to recruit the best talent from anywhere you can find it.
Thomas L. Friedman (Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations)
Our employees are so enthusiastic about The Container Store, in fact, that they’re also our best recruiters. We only have a few “official” full-time employees in our recruiting department in our Dallas headquarters, mostly to fill specialized job openings. Instead, we train every employee in the company in how to recruit new members of our team, and we offer constant reminders about the importance of always being on the lookout for talent. It’s not the recruiting department’s job to recruit. It’s the recruiting department’s job to make sure everyone takes on the personal responsibility of recruiting—that we all do it.
Kip Tindell (Uncontainable: How Passion, Commitment, and Conscious Capitalism Built a Business Where Everyone Thrives)
Goodness me! This drone seems delightfully salacious. Highly sexed young gentlemen with delusions of stage talent are some of my favorites. So full of pride and so easy to manipulate because of it. I once entertained starting an occult recruitment movement, collecting them for a cause of some kind. They’re so impressionable and there are so very many of them in London these days. Then I realized, that’s what werewolves are for. And, honestly, do I have the time to spearhead a cult? I ask you. No, I do not.” Sir Crispin was staring at her in a sort of awed disgust. “The working of your mind is a thing of great beauty and profound horror.” “Why, thank you. What a nice thing to say!” Dimity was thrilled.
Gail Carriger (Defy or Defend (Delightfully Deadly, #2))
The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,
Mike Weinberg (Sales Management. Simplified.: The Straight Truth About Getting Exceptional Results from Your Sales Team)
Argentine national football player from FC Barcelona. Positions are attacks. He is the greatest player in the history of the club, as well as the greatest player in the history of the club, as well as the greatest player in history, most of whom are Pele and Diego Maradona [9] Is one of the best players in football history. 저희는 7가지 철칙을 바탕으로 거래를 합니다. 고객들과 지키지못할약속은 하지않습니다 1.정품보장 2.총알배송 3.투명한 가격 4.편한 상담 5.끝내주는 서비스 6.고객님 정보 보호 7.깔끔한 거래 신용과 신뢰의 거래로 많은VIP고객님들 모시고 싶은것이 저희쪽 경영 목표입니다 믿음과 신뢰의 거래로 신용성있는 비즈니스 진행하고있습니다 비즈니스는 첫째로 신용,신뢰 입니다 믿고 주문하시는것만큼 저희는 확실한제품으로 모시겠습니다 제품구입후 제품이 손상되거나 혹은 효과못보셨을시 저희가 1차재배송 2차 100%환불까지 해드리고있습니다 후회없는 선택 자신감있는 제품으로 언제나 모시겠습니다 텔레【KC98K】카톡【ACD5】라인【SPR331】 ◀경영항목▶ 수면제,여성최음제,여성흥분제,남성발기부전치유제,비아그라,시알리스,88정,드래곤,99정,바오메이,정력제,남성성기확대제,카마그라젤,비닉스,센돔,꽃물,남성조루제,네노마정 등많은제품 판매중입니다 2. Childhood [edit] He was born on June 24, 1987 in Rosario, Argentina [10] [11]. His great-grandfather Angelo Messi moved to Argentina as an Italian, and his family became an Argentinean. His father, Jorge Orashio Messi, was a steel worker, and his mother, Celia Maria Quatini, was a part-time housekeeper. Since he was also coach of the local club, Gland Dolley, he became close to football naturally since he was a child, and he started playing soccer at Glendale's club when he was four years old. In 1995, he joined Newsweek's Old Boys Youth team at age six, following Rosario, and soon became a prospect. However, at the age of 11, she is diagnosed with GHD and experiences trials. It took $ 90 to $ 100 a month to cure it, and it was a big deal for his parents to make a living from manual labor. His team, New Wells Old Boys, was also reluctant to spend this amount. For a time, even though the parents owed their debts, they tried to cure the disorder and helped him become a football player, but it could not be forever. [12] In that situation, the Savior appeared. In July 2000, a scouting proposal came from FC Barcelona, ​​where he saw his talent. He was also invited to play in the Argentinian club CA River Plate. The River Plate coach who reported the test reported the team to the club as a "must-have" player, and the reporter who watched the test together was sure to be talented enough to call him "the new Maradona." However, River Plate did not give a definite answer because of the need to convince New Wells Old Boys to recruit him, and the fact that the cost of the treatment was fixed in addition to lodging. Eventually Messi and his father crossed to Barcelona in response to a scouting offer from Barcelona. After a number of negotiations between the Barcelona side and Messi's father, the proposal was inconceivable to pay for Meshi's treatment.
Lionell Messi
The recruiter reviewed their planned interview schedule and was shocked—they had allowed just ten minutes per interview. She called to inform them that it was impossible to interview so quickly! The Strüengmann brothers disagreed. They met with each candidate for just three minutes—every candidate except their final candidate, with whom they spent three hours. They explained their unusual approach: “When we consider each person, we ask one or two questions. If they don’t fit, we simply don’t continue the conversation. If the person is individualistic, we know that he or she won’t fit in our culture. When we find someone who will fit with our company, then we spend a lot of time with this person to make sure we understand their capability and what they would bring to our organization.” The Strüengmann brothers knew how to spot and attract the right talent.
Liz Wiseman (Multipliers: How the Best Leaders Make Everyone Smarter)
The look I told you I saw in your eyes. Years ago, when you were recruited for the Special Activities Division. I told you your talents would go to waste running agents, analyzing signals, working behind a desk. You’re a natural born predator, son. A killer. Just like me.
Andrew Warren (Fire and Forget (Thomas Caine #3))
An intolerance of bureaucracy Small companies feel different to big ones. I have worked at both. In large companies, if I am travelling for work I will be forced to use some admin staff to book a hotel with a corporate travel provider. Perhaps eight e-mails will be sent to me with various approval chains and updates, my boss will be asked to agree, a business reason is noted. Some systems will talk to others, and my assistant will orchestrate the whole thing. It will take perhaps 10 minutes of my time, 30 minutes of my assistant’s, and likely an hour of other people’s in back offices. All this to book a hotel stay for $200 that on the Hotel Tonight app I could book in around three seconds and for $100 cheaper. Why is it I can call an hour-long meeting with 20 people, costing perhaps $2,500 of time and nobody cares, but I need to ensure I use approved agents to get a hotel room? Every company, large and small, needs to reject bureaucracy and busy work. We worry a lot about seniority and protocol, but often it is an excuse. I love a memo sent out by Elon Musk, in which he says: ‘Anyone at Tesla can and should e-mail/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company. You can talk to your manager’s manager without his permission, you can talk directly to a VP in another department, you can talk to me.’ He goes on to say, while realizing the challenge and opportunity ahead and what they have against them, ‘We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility’ (Bariso, 2017). Get better at knowing when to call and when to e-mail, when to pop over for a chat, which partner meetings to never accept. A lack of bureaucracy doesn’t mean chaos, it’s about focusing on the best way to make a difference and sometimes that means anarchically barging into a meeting to get someone to make a decision. I often think teams are too big. We’ve long heard about two pizza teams, but let’s be more flexible. Tom Peters talks about the need to recruit the very best talent and pay the world’s best compensation. Steve Jobs was widely reported to have stated that a small number of A+ people can outperform any large teams of B players (Keller and Meaney, 2017). I see a lot of time and energy spent bringing people into the loop, people being part of things to look important and not adding clear value.
Tom Goodwin (Digital Darwinism: Survival of the Fittest in the Age of Business Disruption (Kogan Page Inspire))
Finally, David Swensen has made it fun to work on investing for Yale—recruiting a team of exceptionally talented Yale graduates,
David F. Swensen (Pioneering Portfolio Management: An Unconventional Approach to Institutional Investment, Fully Revised and Updated)
government needs more flexibility to identify talent and recruit effectively for the workers with the skills it needs; it needs a pay and benefits system that is competitive with private markets; it needs a talent management system that rewards top performers and deals with poor performers, including increasing flexibility in firing those whose work is substandard. And
Donald F. Kettl (Escaping Jurassic Government: How to Recover America's Lost Commitment to Competence)
What, then, are the practical steps that pricing managers can take to master Big Data? Companies must recruit a new generation of pricing talent with more of a “trader” profile than an “analyst” one.
McKinsey Chief Marketing & Sales Officer Forum (Big Data, Analytics, and the Future of Marketing & Sales)
Oddly, as I look back on Jesus' time from the present perspective, it is the very ordinariness of the disciples that gives me hope. Jesus does not seem to choose his followers on the basis of native talent or perfectibility or potential for greatness. When he lived on earth he surrounded himself with ordinary people who misunderstood him, failed to exercise much spiritual power, and sometimes behaved like churlish schoolchildren. Three followers in particular (the brothers James and John, and Peter) Jesus singled out for his strongest reprimands—yet two of these would become the most prominent leaders of the early Christians. I cannot avoid the impression that Jesus prefers working with unpromising recruits. Once, after he had sent out seventy-two disciples on a training mission, Jesus rejoiced at the successes they reported back. No passage in the Gospels shows him more exuberant. “At that time139 Jesus, full of joy through the Holy Spirit, said,‘ I praise you, Father, Lord of heaven and earth, because you have hidden these things from the wise and learned, and revealed them to little children.
Philip Yancey (The Jesus I Never Knew)
We don’t fish for talent, we hunt for talent! - Bondburry Recruitment
Bondburry Recruitment
But there were also pressures from within to grow revenues. During my interviews with partners, one of the recurring themes was the need for Goldman to “increase the size of the pie.” This means that revenues, and consequently the firm, had to expand for the firm to be successful in recruiting and retaining talented people. If the pie stayed the same size, then as more people became partners, each partner would keep getting a smaller slice of the financial rewards, making partnership less attractive.
Steven G. Mandis (What Happened to Goldman Sachs: An Insider's Story of Organizational Drift and Its Unintended Consequences)
Recruiting is about filling the pipeline of qualified candidates with a network-driven plan and bench-strength building mindset.
Stacy Feiner (Talent Mindset)
Companies hoping to recruit the best and the brightest must demonstrate that they trust their employees with the freedom to work anywhere. They must assume that they’re buying talent and dedication, not what the Brazilians call “butt-on-chair time.
Ricardo Semler (The Seven-Day Weekend: Changing the Way Work Works)
Properly run startups place a great deal of emphasis on recruiting and the interview process in order to build their talent base. Too often the investment in people stops there.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
The reason this is a serious issue is that both the pool of users and the pool of talent available to be recruited into open-source cooperation for any given product category is limited, and recruitment tends to stick. If two producers are the first and second to open-source competing code of roughly equal function, the first is likely to attract the most users and the most and best-motivated co-developers; the second will have to take leavings. Recruitment tends to stick, as users gain familiarity and developers sink time investments in the code itself.
Eric S. Raymond (Cathedral and the Bazaar: Musings on Linux and Open Source by an Accidental Revolutionary)
While hiring, look for candidates who have been laid off, or who took extended paternity or maternity leave to be with their kids in their growing years. Not only will it give you an excellent hiring experience, in terms of lower joining attrition rate and shorter recruitment cycle, but it will also ensure higher retention rate. People who get laid-off are not bad people or non-performers, it is just that they didn't fit into the culture of one organization or that particular organization couldn't afford them (cost-cutting). Such people deserve to be looked differently and given another chance. People who take an extended break to take care of their infants are career oriented people with a temporary shift in their priorities, do not make it look permanent.
Sanjeev Himachali
Companies that create tight links between their strategies, their plans, and, ultimately, their performance often experience a cultural multiplier effect. Over time, as they turn their strategies into great performance, leaders in these organizations become much more confident in their own capabilities and much more willing to make the stretch commitments that inspire and transform large companies. In turn, individual managers who keep their commitments are rewarded—with faster progression and fatter paychecks—reinforcing the behaviors needed to drive any company forward. Eventually, a culture of overperformance emerges. Investors start giving management the benefit of the doubt when it comes to bold moves and performance delivery. The result is a performance premium on the company’s stock—one that further rewards stretch commitments and performance delivery. Before long, the company’s reputation among potential recruits rises, and a virtuous circle is created in which talent begets performance, performance begets rewards, and rewards beget even more talent. In short, closing the strategy-to-performance gap is not only a source of immediate performance improvement but also an important driver of cultural change with a large and lasting impact on the organization’s capabilities, strategies, and competitiveness. Originally
Michael C. Mankins (HBR's 10 Must Reads on Strategy (including featured article “What Is Strategy?” by Michael E. Porter))
One Stanford op-ed in particular was picked up by the national press and inspired a website, Stop the Brain Drain, which protested the flow of talent to Wall Street. The Stanford students wrote, The financial industry’s influence over higher education is deep and multifaceted, including student choice over majors and career tracks, career development resources, faculty and course offerings, and student culture and political activism. In 2010, even after the economic crisis, the financial services industry drew a full 20 percent of Harvard graduates and over 15 percent of Stanford and MIT graduates. This represented the highest portion of any industry except consulting, and about three times more than previous generations. As the financial industry’s profits have increasingly come from complex financial products, like the collateralized debt obligations (CDOs) that ignited the 2008 financial meltdown, its demand has steadily grown for graduates with technical degrees. In 2006, the securities and commodity exchange sector employed a larger portion of scientists and engineers than semiconductor manufacturing, pharmaceuticals and telecommunications. The result has been a major reallocation of top talent into financial sector jobs, many of which are “socially useless,” as the chairman of the United Kingdom’s Financial Services Authority put it. This over-allocation reduces the supply of productive entrepreneurs and researchers and damages entrepreneurial capitalism, according to a recent Kauffman Foundation report. Many of these finance jobs contribute to volatile and counter-productive financial speculation. Indeed, Wall Street’s activities are largely dominated by speculative security trading and arbitrage instead of investment in new businesses. In 2010, 63 percent of Goldman Sachs’ revenue came from trading, compared to only 13 percent from corporate finance. Why are graduates flocking to Wall Street? Beyond the simple allure of high salaries, investment banks and hedge funds have designed an aggressive, sophisticated, and well-funded recruitment system, which often takes advantage of [a] student’s job insecurity. Moreover, elite university culture somehow still upholds finance as a “prestigious” and “savvy” career track.6
Andrew Yang (Smart People Should Build Things: How to Restore Our Culture of Achievement, Build a Path for Entrepreneurs, and Create New Jobs in America)
Nipsy Jhamb - Responsible for managing HR Operations, HRIS, Benefits, and Recruiting for a global organization specifically designing, aligning and executing a global HR business strategy into the operating fabric of the Firm. Consult with senior business leader across a full spectrum of HR areas, especially in talent programs, total rewards, executive compensation, global integration, etc.
Nipsy Jhamb
Amply funded and consistently ignored, the group developed a close bond. Catmull ran the organization in a highly collegial, non-bureaucratic manner. When Lucas decided to sell the division, Catmull made every effort he could to find a buyer who would keep the group together. Lasseter was being heavily recruited by Disney’s Jeffrey Katzenberg, who had seen his short movies and come to regret letting such a talent get away. But the culture Catmull had created was so appealing that Lasseter, like most of the other employees, wanted to stay put.
Brent Schlender (Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader)
We Are hiring A Talent Not They People Who Have Great Qualification…
Axay D. Bhisikar
As you grow in your management responsibilities, one of the biggest areas of focus will be talent. Adopting an approach where you are always recruiting is the most powerful way to build a team of “A” players in the shortest time possible.
David Brock (Sales Manager Survival Guide: Lessons from Sales' Front Lines)
AT TRIGON I LEARNT business is all about people, so to ensure I had the first look at executive talent and could hire the best, I created my own recruitment company. I needed a temporary CFO at Emerald and was told about a recruitment consultant called Carmen Bailey. Within 10 minutes of meeting me, Carmen had asked more questions about my business and what drove and motivated me than anyone I had ever met. Carmen is a perfect example of someone who puts the client first. She is never transactional and for her it wasn’t about finding me a contractor but, rather, about wanting to form a long-term sustainable relationship with my business.
Diane Foreman (In The Arena)
Talented people often don’t need experience. They rely on ability and sound judgement to deliver results. The very definition of talent is the ability to do things that others can’t do or to do things using fewer resources or less time than others might need to achieve the same result.
Mark James Walsh (HIRE WITHOUT RECRUITMENT AGENCIES: Develop your own recruitment strategy to hire the talent your business needs)
Between these amorphous hacker groups and the PLA’s network professionals lies a murky middle layer whose shape, not surprisingly, is indistinct, but whose mission—information warfare (IW)—is not. In 1998 the PRC launched what may have been its first experiment with a cybermilitia: a forty-person unit in a state-owned enterprise in Datong City, Shanxi Province, which had a rich talent pool drawn from some twenty universities, institutes, and companies.48 Militias are neither official government cadres nor freelance hackers. They operate in ambiguous space, connected to one or another government office by a loose string. A twitch of a government finger tightens the string, either to restrain or direct an operation. The PLA has been actively creating IW militias since about 2002, recruiting from universities, research institutes, and commercial IT companies, especially telecom firms. Some accounts call these cadres an “active reserve,” comprising eight million network operators under direct state control.
Joel Brenner (Glass Houses: Privacy, Secrecy, and Cyber Insecurity in a Transparent World)
Hiring should be like dating. A great marriage does not happen in a 30 minutes interview.
kamil Toume
Navy Seals Stress Relief Tactics (As printed in O Online Magazine, Sept. 8, 2014) Prep for Battle: Instead of wasting energy by catastrophizing about stressful situations, SEALs spend hours in mental dress rehearsals before springing into action, says Lu Lastra, director of mentorship for Naval Special Warfare and a former SEAL command master chief.  He calls it mental loading and says you can practice it, too.  When your boss calls you into her office, take a few minutes first to run through a handful of likely scenarios and envision yourself navigating each one in the best possible way.  The extra prep can ease anxiety and give you the confidence to react calmly to whatever situation arises. Talk Yourself Up: Positive self-talk is quite possibly the most important skill these warriors learn during their 15-month training, says Lastra.  The most successful SEALs may not have the biggest biceps or the fastest mile, but they know how to turn their negative thoughts around.  Lastra recommends coming up with your own mantra to remind yourself that you’ve got the grit and talent to persevere during tough times. Embrace the Suck: “When the weather is foul and nothing is going right, that’s when I think, now we’re getting someplace!” says Lastra, who encourages recruits to power through the times when they’re freezing, exhausted or discouraged.  Why?  Lastra says, “The, suckiest moments are when most people give up; the resilient ones spot a golden opportunity to surpass their competitors.  It’s one thing to be an excellent athlete when the conditions are perfect,” he says.  “But when the circumstances aren’t so favorable, those who have stronger wills are more likely to rise to victory.” Take a Deep Breath: “Meditation and deep breathing help slow the cognitive process and open us up to our more intuitive thoughts,” says retired SEAL commander Mark Divine, who developed SEALFit, a demanding training program for civilians that incorporates yoga, mindfulness and breathing techniques.  He says some of his fellow SEALs became so tuned-in, they were able to sense the presence of nearby roadside bombs.  Who doesn’t want that kind of Jedi mind power?  A good place to start: Practice what the SEALs call 4 x 4 x 4 breathing.  Inhale deeply for four counts, then exhale for four counts and repeat the cycle for four minutes several times a day.  You’re guaranteed to feel calmer on any battleground. Learn to value yourself, which means to fight for your happiness. ---Ayn Rand
Lyn Kelley (The Magic of Detachment: How to Let Go of Other People and Their Problems)
On the surface, nothing about Bryant’s move felt logical. He was a B student with a 1080 SAT score. He was being recruited by everyone, with Duke considered the most probable landing spot. He had yet to work out for a single NBA scout, many of whom had never actually heard of him. “He’s kidding himself,” Marty Blake, the NBA’s scouting director, told the Los Angeles Times. “Sure he’d like to come out. I’d like to be a movie star. He’s not ready.” “You watch Kobe Bryant and you don’t see special,” said Rob Babcock, Minnesota’s director of player personnel. “His game doesn’t say, ‘I’m a very special talent.’ ” “I think it’s a total mistake,” said Jon Jennings, the Boston Celtics’ director of basketball development. “Kevin Garnett was the best high school player I ever saw, and I wouldn’t have advised him to jump. And Kobe is no Kevin Garnett.
Jeff Pearlman (Three-Ring Circus: Kobe, Shaq, Phil, and the Crazy Years of the Lakers Dynasty)
As a top talent recruiter, despite the rule, it doesn’t stop you to have more applications than what you need. However, at the end of the day, you have to make the final decision, which is to accept one application only.
Mitta Xinindlu
Despite all the heartaches, tears and misunderstandings, you can still attract and retain top talent.
Mitta Xinindlu
We also changed our recruiting practices to improve our digital talent pool. Formerly, we had sought out digital talent from the best, name-brand colleges and universities. Now we focused on attracting members of a small subset of elite programmers who were capable of producing ten times the output of the typical programmer. To attract these premier programmers, or “multipliers” as we called them, we began evaluating potential hires on specific skills related to programming, collaboration, and teamwork, observing their actual behavior rather than just relying on their academic record. We took a similar approach to hiring data scientists as well. Our efforts in this area helped us significantly up our game as we developed software as a business and incorporated it into more of our existing products.
David Cote (Winning Now, Winning Later: How Companies Can Succeed in the Short Term While Investing for the Long Term)
It's not the end of the world if we lose," Francis said. "Don't lose sleep over it." She hated that about him - his willingness to accept a loss before it had even happened. It was his way of consoling his team, she guessed: he believed it was better to expect the worst and be pleasantly surprised than to be crushed by an unexpected loss. Dan thought a coach had no right to be so pessimistic. She didn't want a coach who softened the blow. She wanted a coach who believed in the impossible. "I can't afford to lose," she told him. "I need to make it to finals if I'm to catch a recruiter's eye." "Danielle, I need you to understand something." "I'm good," Dan insisted. "I'm more than good enough to make the cut." "You're very talented..." "Don't patronize me, Coach." "You're amazing," he said, "but it's not enough to be good. You're a girl." "That means nothing." "That means everything. Maybe it's not fair, but it's a fact. Men are faster and stronger. They can hit harder and throw further. Nothing you do can change that bias. If a coach can choose between a man and a woman, he will choose the man every time." "There are plenty of women playing for college teams." "I didn't say there aren't women," Francis said. "I'm saying they're the exception.
Nora Sakavic
FWAs improve recruitment. Companies find that offering FWAs helps attract top talent. •  FWAs improve employee morale and loyalty. When employees feel that their employer respects their need for flexibility, they’re happier, don’t take sick days when they’re not sick, and are more committed to their employer’s success.
Armin A. Brott (The Expectant Father: The Ultimate Guide for Dads-to-Be)
But let me be clear: What Indiana ultimately showed me is that no one person is in charge of the moral compass of a business. The phone calls and messages from my employees proved that if the leadership won’t act, they’ll have to face the bayonets poking up from below. Gone are the days when companies can recruit and retain top talent without upholding a commitment to values.
Marc Benioff (Trailblazer: The Power of Business as the Greatest Platform for Change)
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IT Simpli
attending surgeons say that what’s most important to them is finding people who are conscientious, industrious, and boneheaded enough to stick at practicing this one difficult thing day and night for years on end. As one professor of surgery put it to me, given a choice between a Ph.D. who had painstakingly cloned a gene and a talented sculptor, he’d pick the Ph.D. every time. Sure, he said, he’d bet on the sculptor being more physically talented; but he’d bet on the Ph.D. being less “flaky.” And in the end that matters more. Skill, surgeons believe, can be taught; tenacity cannot. It’s an odd approach to recruitment, but it continues all the way up the ranks, even in top surgery departments. They take minions with no experience in surgery, spend years training them, and then take most of their faculty from these same homegrown ranks. And it works.
Atul Gawande (Complications: A Surgeon's Notes on an Imperfect Science)
The West Australian Football Commission (WAFC) got a second team but was not prepared to invest in that team because any investment would drain funds from other parts of the WA football system. The AFL also firmly wanted a second club in Perth to continue its growth as a truly national competition, but after seeing the Eagles play in three and win two of the five Grand Finals between 1990 and 1994, rival clubs were loathe to allow recruiting concessions that might create a second western juggernaut. Hence, the Dockers were not well resourced and light on for talent, left to fend for themselves and somehow expected to make money from day one. By the time the AFL established new clubs on the Gold Coast and in western Sydney nearly 20 years later, they had learned from previous mistakes and invested in those clubs to give them the best chance of success. The support and concessions those clubs received were phenomenal compared to Fremantle’s.
Matthew Pavlich (Purple Heart)
The Thousand Talents Plan aims to recruit highly qualified ethnic Chinese people to ‘return’ to China with the expertise and knowledge they’ve acquired abroad. Alternatively, those loyal to China can ‘remain in place’ to serve. The US Department of Energy, whose work includes nuclear weapons and advanced R&D on energy, has been heavily targeted to this end.72 Around 35,000 foreign researchers are employed in the department’s labs, 10,000 of them from China. Many of the latter return via the Thousand Talents or other programs.
Clive Hamilton (Hidden Hand: Exposing How the Chinese Communist Party is Reshaping the World)
On 28 January 2020 one of Harvard’s most senior faculty members, chemist and nanoscientist Dr Charles Lieber, was taken away in handcuffs when the FBI alleged that he had been recruited into the Thousand Talents Program. The Department of Justice alleges that between 2012 and 2017 he was paid $50,000 a month plus generous living expenses to set up a lab at Wuhan University of Technology and transfer his knowledge.78 Lieber failed to disclose his China links to Harvard, even though the Wuhan centre was called the ‘WUT-Harvard Joint Nano Key Laboratory’.
Clive Hamilton (Hidden Hand: Exposing How the Chinese Communist Party is Reshaping the World)
While the United States has been cracking down on illegal technology transfer, Canada has for years been actively facilitating the work of CAIEP and removing barriers for the ‘exchange of talent’.86 SAFEA’s objective of recruiting spies is hinted at on its website, where it states that its mission is to use ‘many types of recruitment channels’ and to do so by making ‘full use of contacts with governments, exchanges with sister cities, international economic and trade negotiations, international conferences, and like opportunities’ to recruit foreign experts.87 One such channel is private companies. Triway Enterprises is a Virginia-based company set up under SAFEA’s auspices, with branches in Beijing and Nanjing.88 Its function is to link Chinese firms and local government offices with US experts who can supply intellectual property.
Clive Hamilton (Hidden Hand: Exposing How the Chinese Communist Party is Reshaping the World)